Understanding Neurodiversity and its Contributions to the Hospitality Industry

By Susanne Ebacher-Grier, chair, ACF DEI Task Force

You may have heard the terms neurodiversity or neurodivergent recently. Harvard Medical School defines neurodiversity as the idea that people experience and interact with the world around them in many different ways — and that there is no one right way of thinking, learning or behaving. The word is often used in the context of autism spectrum disorder (ASD), as well as other neurological or developmental conditions such as ADHD or learning disabilities.

Neurodiversity is not a new term. It was created in the 90s but has caught on more recently, perhaps as our collective awareness around diversity, equity and inclusion (DEI) continues to grow.

That’s been the goal of ACF’s DEI Task Force, for which I currently serve as chair. The task force not only focuses on race, gender and sexual orientation but also celebrates neurodiversity in the hospitality industry. A neurodivergent learner — be it someone diagnosed with ADHD, learning disabilities or autism — doesn't deserve microaggressions from anyone or any institution. Negative terms and microaggressions add up — enough to create a very hostile environment. It’s our job as chefs and leaders to work to overcome these problems if we expect our industry to move forward and recruit and retain talent.

Through education and awareness, we can continue to work to create safe spaces and be more aware of any implicit biases we might have.

Allow me to present an example of a microaggression, or something that contributes to a hostile work environment. Before I got into teaching, I worked as an executive chef for a business dining services company; I had a line cook who was very reliable and worked extremely hard. But every time there was a storm, he would become very afraid and have to calm himself down — and all the other cooks made fun of him for it. They did this instead of saying, “Hey I’m concerned, are you OK?”

It's no surprise that there is a high percentage of neurodivergent individuals, particularly those diagnosed with ADHD, in kitchens. It’s a fast-paced, high-energy environment where people with ADHD can thrive. You need to think fast and handle multiple tasks at once, so ADHD can be a huge asset in cooking and hospitality. As a neurodivergent learner myself, kitchens are where I found home. I wasn’t weird; I could put my ADHD to use. When good leaders can recognize and understand that strength, that’s a win-win for both the kitchen and the employee.

Let me give you another example. While working as a corporate chef , I had a dishwasher with Down syndrome. He was assigned a job coach who would periodically check on him. The employee came in and did a single task: washing dishes. It gave him purpose and a stable routine and paycheck. And we had a very loyal, reliable employee.

Here's another one: I had a student three years ago who was diagnosed with intellectual disabilities but had an incredible passion for baking. I was teaching my students how to scale a recipe, and many of the neurotypical kids couldn’t figure it out; meanwhile, this kid is rocking it. Once he mastered his recipes, he could do them over and over again. I worked with him to get a job in the area but initially had some trouble placing him. One chef was afraid of potential product loss or any extra training that might be required. Luckily I found a compassionate chef who welcomed my student with open arms and was able to tackle any challenges with the assistance of a job coach.

Sick of my examples yet? Well, here’s another one: When I was an executive chef in Louisville in my mid- to late-20s, I had a gentleman in his 50s who ran the deli at the account I was at. We had what I thought were simple production sheets that needed to be filled out each day; he wouldn’t fill them out. I tried to be caring and compassionate and gently asked him if I could help with the task or what he needed to get it done. He said, “Chef, I can’t read.” He was someone who came into work every day on time and worked hard. I had to create a safe space for him and help him get the work done. So, I incorporated some pictures on his production sheets (a pig for ham, a turkey for turkey) and had him turn in his sheets to me personally. It worked out really well.

So what’s the benefit to creating a safe, inclusive and equal workplace for neurodivergent employees? Other than feeling good about yourself and sleeping well at night? You’ll get a bigger workforce and labor pool from which to choose. If you educate yourself and take advantage of job coaches and social services, you’ll be able to utilize your staff’s talents and put people in the right positions. COVID-19 really was the great equalizer. The hospitality industry is experiencing a major workforce crisis, and if we don’t expand our self-awareness and look within in order to look out, we can’t and won’t change. If we don’t change, how can we as ACF chefs expect to continue setting the standard of excellence in our industry? Showing excellence means being a leader in the kitchen and creating a welcoming workplace for all. That’s the ACF mission.

ACF Chef Susanne Ebacher-Grier has been a culinary educator for 15 years. She currently serves as a culinary arts instructor at Center Grove High School in Greenwood, Indiana. Prior to education, Chef Ebacher-Grier worked in the corporate dining segment as an executive chef with Aramark, and she has spent time in retail, working as a chef for Kroger, and in catering. She is a past president and currently an active member of the ACF Greater Indianapolis chapter, and serves as chair of ACF’s Diversity, Equity and Inclusion Task Force.